About Synchronix Technologies

Synchronix was formed in 1994 as an alliance of two experienced professionals, Steve Jackson and Rod Gelhorn, who shared a wide range of backgrounds associated with manufacturing and manufacturing improvement technologies. Steve had a background in MRP and Theory of Constraints; Rod was an experienced Plant Manager with extensive training in Total Quality Management.

In 2013 Rod Gelhorn joined Avigilon, a Synchronix client with an extraordinary record of growth, and the first local user of a DDMRP-compliant software implementation. In 2015 he left Avigilon to take up a senior management position in Continuous Improvement with Western Concord of Delta, BC.

Steve is also in an alliance with Derek Barichievy, an experienced manager, educator, and consultant with an extensive improvement technology background including Lean and Theory of Constraints.

And Steve and Derek are also in an alliance with Chris Butterworth, one of the most experienced Six Sigma specialists on the planet; a Master Black Belt who is also experienced in all forms of Quality Engineering.

Steve, Derek and Chris all live in the Lower Mainland and provide an unmatched capability for improving any manufacturing business’s performance.

More Background: Steve Jackson, Theory of Constraints Consultant

By 1994, Steve had been an expert in the technology known as Theory of Constraints, or TOC, for 6 years, working with Eli Goldratt’s organization and building on 11 years of ERP/MRP experience (23 implementations) and 6 years of industrial management experience.

Between his initial education and training in the Theory of Constraints in 1988, and current time in 2016, Steve has continued to specialize in the Theory of Constraints technology as it has evolved and expanded its application to include Scheduling and Shop Floor Control, Throughput Accounting, TOC-based Distribution and Supply Chain management, Sales, Marketing, Strategic Planning and the construction of aligned Strategy and Tactics; Critical Chain Project Management, and the emerging “Demand Driven” technologies including Demand Driven MRP (DDMRP).

Steve was one of the original TOC team working with the late Eli Goldratt to develop and articulate the TOC Thinking Processes, and expand the range of TOC applications, in 1988 – 1994.

He was formally Certified first as a “Jonah,” then a “Jonah’s Jonah,” i.e. conducting educational sessions to guide managers to become proficient in the Thinking processes brought to public attention in the character Jonah in Eli Goldratt’s best selling business novel, The Goal.

Software is now an Option … but only an option

For 18 years Synchronix avoided using 3rd party software … we worked with whatever systems a company already had in place, usually an ERP system of some kind, and typically used Excel spreadsheets for added TOC-specific functionality.

However, some of the dedicated 3rd-party TOC software grew too good (and too affordable even to small and mid-sized manufacturers) to ignore.

For larger, more complex businesses good TOC software shrinks both the implementation lead time and the project budget. Realistically it also provides a superior implementation in comparison to spreadsheet-based systems, more robust and more flexible, and far superior in many other ways.

A Focus on Results

Synchronix’ focus is not on implementing Theory of Constraints; it is on delivering results, and we have a superb track record.

We use the TOC because it’s simply so powerful; but we have no hesitation in pulling in other bodies of knowledge – elements of Lean, or Six Sigma, for example – as necessary..

Help Us Make This Workshop Happen Fri 15th June 2018

Combining Theory Of Constraints (TOC) and Lean provides very fast, very large performance improvements that just keep getting better -- and ALWAYS reach the bottom line.

Steve Jackson teams-up with Derek Barichievy - but only if we can get 10 people to commit immediately! If we can ... it's a "go."
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What Clients Say

“Without exception, their approach to working relationships was professional, respectful, cordial and positive. They inspired our staff to develop strong teamwork bonds, always generating enthusiasm and respect from the groups they worked with. The business and personal integrity of both Steve and Rod is unimpeachable. They demonstrated honesty, dedication to their mission – if they ever felt that they had failed to convey a principle, or clarify a process, they would do double duty, on their own account, to elucidate, explain and discuss, ensuring that understanding was achieved.”

-- Sr.Vice President, Pharmaceuticals manufacturing & packaging

“A year earlier we had done $1.6 to $1.7 million in sales for a month and there was overtime, Saturday work and stress. This time, when the company reached the $2 million mark in monthly sales the plant didn’t even realize that the company was having that busy of a month until the results were announced.
There were no ill effects, no overtime, and inventory also dropped. With the restructuring of processes (using TOC) sales not only grew but became more profitable.”

-- Owner and President, Kitchen Cabinet company

“I can tell you that in the Fall, with relatively little increase in headcount and using exactly the same equipment, we were able to record 60% more revenue than in our previous best-ever Fall – which, at the time, we thought was close to the plant’s maximum production.”

-- Owner & GM, furniture manufacturing

“Your work with us … has resulted in a significant increase in volume. We have improved from a daily average of 189 tons to a daily average of 237 tons in the past 3 months … this is “found” capacity that we now fill with the orders we were previously turning away. Additionally we did not change any of the crewing levels and did not have to spend any capital.”

VP Ops, steel-related industry

“The first year after Theory of Constraints with 1 employee our gross sales grew 66%. This second year – safe to predict a 20-30% gross sales increase over last year, still only 1 employee and some part time help. Our cash flow has soared, we have eliminated the need for an operating line of credit, the company has cash in savings, cash in checking, and has for almost 12 months now. Clean shop, good jobs, cash in hand, bills paid, happy employee, happy wife, all because I took a chance to change my thinking!”